Questions from book

Question 1

5 steps in analysing the negotiation structure

Answer 1

Map the parties in the negotiation

What are the issues

What are the interests of the pary

which alternatives exist for a negotiated solution

Are there potential agreements that may be acceptable to all parties

Question 2

3 dimension

Answer 2

First: Tactics: at the table: Peopel and process
Second: Agreement design: At the board: Value, substance and outcome
Third: Setup: Away from the table: Ensure right parties, interests, basic procedure, etc.

Question 3

When to use a threat:

Answer 3

Must be credible

Must lead way back to interests

Must focus on high value issues

Once used, power is lost.

Question 4

Four obstacles to create alternatives to negotiation

Answer 4

Fixed assessment of negotiation

Search for only answer to a good solution

Expecting assets only to be distributed

Attitude that other parties must solve problems themselves.

Question 5

Resistence point?

Answer 5

Often close to resevation but is build on utility, and thus affected by how much the negotiator likes the counterparty, etc.
Can also change during the negotiation.

Question 6

Name six classical errors of negotiators:

Answer 6

Ignoring other party’s problem

Letting price dominate interest

Letting positions dominate interest

Making too much effort in finding common ground

Neglecting BATNA

Failure in correcting a skewed perception smong yourself or members of ones negotiation team. x

Question 7

Mention formal and informal multi-party structures

Answer 7

Formal:
1. Consortium
2. Collaborations
3. Multiple teams 
No formal
1. Coalitions, policy making, and lobbying

Question 8

Tactics for individual gain in multi-party interactions

Answer 8

Coalitions:
1. Let a strong ally do the fighting
2. Divide and conquer competing coalitions
Control the group process:
1. Be a leader of neutral facilitator
Consider the effects of long-term relationships
1. Make the interaction more accomodating
-Enhances power of weaker party
- diminish power of strong party.

Question 9

Barriers to a negotiation?

Answer 9

Structural barriers

Setup barriers:

Barriers to agreement design: Does the proposed agreement secure maximum value

Strategic barriers: Attitudes to the negotiation

Psychological barriers:
as over-confidence

Question 10

Impunity game:

Answer 10

Close to ultimatum game. Difference is that the proposer keeps the money which increases inequality.

Question 11

Private impunity

Answer 11

eliminates the possibility of symbolically punish proposer, as proposer will never know if responder accepts the offer.

Question 12

5 errors with decision making under stressful situations

Answer 12

Lack of recognition that there is a unique situation

Lack of data and activity to get more data

Emotional denial of the seriousness

There are gamblers on prabilities

Positive feedback process for gambling

Question 13

Four different types of network

Answer 13

The default network: awake but not focussed on external stimuli or goal. Crucial for creative thinking

The reward network: Perceptions of pleasure and displeasure

The affect network: When people experience emotions

The control network: When people asses long term consequences.